The TIGER Leadership Collaborative Report: Recommendations for Integrating Technology To Transform Practice and Education

Transcription

1 The TIGER Leadership Collaborative Report: Recommendations for Integrating Technology To Transform Practice and Education NI Nurse Executive Workgroup September 4, 2014 Karen Carroll, PhD, RN, NEA-BC Rayne Soriano, MS, RN Michelle Troseth, RN, MSN, DPNAP, FAAN

2 Today s Presenters Karen Carroll, PhD, RN, NEA-BC TIGER Leadership Collaborative Workgroup Co-Chair Director Nursing Informatics & Innovation, Ann & Robert H. Lurie Children s Hospital of Chicago Michelle Troseth, RN, MSN, DPNAP, FAAN TIGER Board of Directors Co-Chair Chief Professional Practice Officer, Elsevier Clinical Solutions Rayne Soriano, MS, RN TIGER Leadership Report Exemplar Workgroup Chair Manager Nursing Informatics and Clinical Transformation Program National Patient Care Services Kaiser Permanente

3 Objectives 1. Describe the imperative for nurse leaders to be engaged to leverage technology as a tool to transform practice and education 2. Explore new tools/skills for transformational leadership to achieve the transformational goals 3. Describe an example of a model for Innovative Nurse Leaders 4. Identify TIGER Leadership Exemplars

4 TIGER Leadership Report A qualification for leadership is that one can tolerate a sustained wide span of awareness so that one better sees it as it is ~Robert Greenleaf Download report at

5 TIGER Leadership Collaborative Workgroup Co-Chairs Karen Carroll, PhD, RN, NEA-BC Beverly Bell, RN, BS, MHA, FHIMSS, CPHIMS Advisory Members Dana Alexander, RN, MSN, MBA, FHIMSS, FAAN Judy Murphy, RN, FACMI, FHIMSS, FAAN Workgroup Chairs Rosemary Kennedy, PhD, RN, MBA, FAAN Susan McBride, PhD-RN-BC Rayne Soriano, MS, RN

6 TIGER Leadership Collaborative Workgroup Workgroup members Maria Arellano, MS, RN Diane Bedecarré, RN-BC, MS Michelle Troseth, RN, MSN, DPNAP, FAAN Cathy Fulton DNP, ANP-BC, FNP-BC, BC Christine Gamlen, DNP(c) MSN RN NEA-BC Eva Karp, RN, MBA Mary Kennedy MS, RN Mike Ludwig, RN-BC, MS, CPHIMS Jeanne Roode, DNP, RN, NEA-BC Heather J. Sobko, PhD, RN Rose Dooley Lester, DNP, RN

7 Agenda TIGER Overview Leadership Collaborative Report Background Trends Triple Aim Innovative Nurse Leader Model TIGER Leadership Exemplars TIGER Recommendations Q&A

8 An Introduction to the Benefits Realized for the Value of Health IT Through leadership and the engagement of staff and consumers the value of Health IT will be realized.

9 TIGER (Technology Informatics Guiding Education Reform) A focus on better preparing the clinical workforce to use technology and informatics to improve the delivery of patient care. Developing the necessary skills for a clinicians portfolio must include basic computer competencies, information literacy and informatics skills

10 MISSION of TIGER Advancing the integration of health informatics to transform practice, education and consumer engagement

11 LEADERSHIP COLLABORATIVE A short History Revolutionary leadership engages to transform healthcare through the utilization of technology. The original leadership collaborative report was developed utilizing the following workgroups: Inventory of existing resources for leadership development programs Review informatics competencies for nurse leaders Identify and describe synergies with Magnet Program and Health IT Identify and prioritize leadership development needs

12 Recommendations from original Leadership Collaborative Report Develop programs for nurse executives and faculty that stress the value of information technology and empower them to use Health IT knowledgably. Expand and integrate informatics competencies into Nursing Leadership Development Programs. Promote sharing of best practices using Health IT effectively to improve the delivery of nursing care Promote alignment with the Magnet Recognition Program as a mechanism to demonstrate nursing excellence in using technology to improve nursing practice and the deliver of safer, more effective patient care.

13 Trends Post Leadership Collaborative Report Integration of mobile devices into the workplace Implementation of integrated and interoperable Health IT record platforms for increasing communication to providers, consumers, pharmacies, payers, etc. Moving past implementation of a Electronic Health Record and crossing into data mining for care of communities and populations Social Networking (Facebook Twitter, etc.)

14 National Trends Post Leadership Collaborative 2009 American Recovery and Reinvestment ACT and 2010 Patient Protection and Affordable Care Act (ACA). Meaningful use IOM Future of Nursing Report Recommendations

15 Charge to Update Leadership Collaborative Report Improving healthcare quality is not something that can be solved by implementing HIT as the Silver Bullet Envision transformative leadership which promotes information technology the redesign of practices so that it is standardized, evidence based and results remain clinically integrated.

16 Leveraging technology and practice through Transformational Leadership Create synergy through the elimination of either/or approaches and consider technology both/and practice simultaneously

17 Positive results from focusing on technology platform Positives results from focusing on practice platform Technology platform and Practice Platform Negative results from too much focus on technology platform and not on practice Copyright 2014 Elsevier CPM, Inc. All rights reserved. Used with permission Negative results from too much focus on Practice platform and not on technology

18 Sustainable Transformation Ensure users understand the design, purpose and functionality of technology tool. Provide time for users to learn the technology tool properly. Innovation Standardizes and integrates information Increase efficiency Data retrieval Technology Use of EBP and professional practice/workflow Clinical integration across disciplines Caring culture Practice Create and support time for interdisciplinary team to do transformation work needed to integrate evidence-based professional practice Provide processes and tools to embed into technology: EBP, scopes of practice, & integrated workflow. Lack of evidencebased information Lack of awareness of technology benefits Timelines for activation are all about technology, not about practice transformation Modifying or deconstructing evidence-based content integration Design interferes with integration Lack of humanization Lack of information impacts quality Decrease in timely access and retrieval of information Unsustainable Transformation Users demand that technology not change what is familiar (e.g. documentation practices) Comments about the fear that technology will dehumanize care and dictate practice. Copyright 2014 Elsevier CPM, Inc. All rights reserved. Used with permission Polarity map showing the practice and technology poles and ways to balance the tension between them.

19 Triple Aim: Improvement in Patient Experience of Care KEY Patient Engagement (Technology) Continued development of HIT communication mobile device platforms such as smart phones and tablets (Practice) Meaningful alerts and team communication real time assessment information, problem solving, and intervention planning & evaluation (Outcome) Use a combination of mobile and web based technology tools to provide and receive real time feedback and care support as appropriate for patient population and communities involved with.

20 Triple Aim: Improvement in Health of Populations Measuring the impact of health IT requires a leader who uses data captures as a byproduct of care delivery to generate new knowledge about how care needs to change for the future. Accomplish improvements through data mining techniques leverage performance dashboards throughout the organization to provide caregivers with knowledge and tools for continuous improvements. Embrace clinical analytics to improve care for populations make information shareable and comparable

21 Triple aim: Reduction in healthcare costs Streamline workflow and improve efficiency through integration of electronic documentation, nurse call, and phone communication device Ideas Leverage Innovative telehealth and mobile health IT to reduce readmissions and emergency department visits Health IT to support long distance clinical management of chronic disease management

22 Innovative Nurse Leader

23 Examples of Outcomes: Leaders Utilizing Innovative Nurse Leader Model 1. Align internal and external stakeholders to explore new business models for care delivery using health IT as the lever for change 2. Utilize technology to expand the role of the nurse with approaches to care such as the patient centered medical home, telemedicine, virtual care monitoring and robust post-acute care services to lower costs and improve quality 3. Propel forward the next generation of performance improvement through technology

24 Examples of Outcomes: Leaders Utilizing Innovative Nurse Leader Model 4. Integrate clinical and administrative activities that are aligned with organizational strategic plans and masterfully utilizes data analytics for ongoing evaluation 5. Use systematic evaluation to interpret data accurately and share this process of evaluation with others to demonstrate how data are used to generate knowledge, promote improvement of clinical practice, improve patient outcomes and foster population health when interpreted effectively

25 TIGER Leadership Exemplars The search for examples of excellence in leadership was guided by the following areas identified in article The Future of Nursing: How HIT Fits in IOM/RWJF Initiative (2010): Leaders in the Effective Design and Use of EHRs Integrators of Patient Information Full Partners in Decision Making Care Coordinators Across Disciplines Experts to Improve Quality, Safety, Efficiency, and Reduce Health Disparities Advocates for Engaging Patients and Families Contributors to Standardize Infrastructure Within the EHR Researchers for Safe Patient Care Preparing the Workforce Murphy, J. (2010). The Future of Nursing: How HIT Fits in IOM/RWJF Initiative. JHIM, 24 (2), 8-12

26 TIGER Leadership Exemplars Six exemplars were selected for their outstanding leadership that drove, empowered and executed the transformation of healthcare through the use of Health IT: Kaiser Permanente SmartCare Strategy VA Comprehensive Health Informatics Workforce Development Program North Shore Long Island Jewish Health System (NSLIJHS) Multi-site, Interprofessional Electronic Health Record Infrastructure

27 Continued - TIGER Leadership Exemplars Healthy Community Forum (HCF) - Partnership of nursing faculty, hospital based clinical educators, informatics specialists from UC Davis Health Systems, Kaiser Permanente, Dignity Health, American River Community College, Samuel Merritt University, California State University and Sacramento State University to operationalize informatics competencies UCLA Health - Structured, Data-driven Readiness Program that designed a package of EHR implementation initiatives Brigham and Women s OR Initiative Designed Optimized Assessment Tools and Workflows in the EHR in Collaboration with Nurse Scientists and Staff to Improve Patient Outcomes

28 TIGER Leadership Exemplar Conclusions 1. Throughout the exemplars, Innovative Nurse Leaders applied comprehensive knowledge in the areas of informatics, IT, evidence based clinical care, leadership, policy, and healthcare to improve care outcomes 2. Distinguishing characteristic of the Innovative Nurse Leader is the ability to lead the integration of innovative health IT across the continuum of care to improve care coordination both within and across care settings 3. Innovative nurse leaders have a strong strategic vision, outstanding leadership skills, and a foundation built on scholarship

29 TIGER Leadership Exemplar Conclusions 4. Positioned to promote engagement across all levels within the organization, taking an enterprise-wide view of health thus breaking down traditional silos of care delivery a) Defining a system of transprofessional collaboration where all domain experts work in parallel to develop, implement, and evaluate HIT b) Involves expertise in professional interoperability, or the ability to effectively lead and engage teams comprised of highly diverse individuals and groups c) Requires strong motivational skills and the ability to energize and focus on knowledge transfer between a variety of professions to work effectively toward common value-based goals and objectives that result in a seamless continuum of healthcare delivery d) Interpret input from multiple professionals, spanning business, finance, evidence-based healthcare, HIT, and regulatory initiatives, in order to identify areas to apply HIT to foster generation of new care delivery models that will advance healthcare

30 TIGER Recommendations 1. Accelerate the development, adoption and integration of innovations into practice by supporting adoption of new ideas and best-practice processes that promote health improvement 2. Transform interdisciplinary relationships and care models to support innovation and fund initiatives for improving care delivery across the continuum and the health of the community they serve 3. Lead nursing engagement in public policy initiatives at federal, state, and local levels

31 TIGER Recommendations 4. Apply knowledge, resources and funding in the areas of clinical informatics, information technology, operations, policy, and healthcare to improve care outcomes. This requires the support of innovative care delivery models that supports care across the continuum business models that allow for the testing of new health IT ideas innovation across all levels of clinical practice and health IT evidence-based practice activities research as a core professional requirement data driven decision making

32 TIGER Recommendations 5. Promote and leverage alignment with the Magnet Recognition Program as a mechanism to demonstrate excellence in nursing using technology to improve nursing practice and the delivery of safer, more effective patient care across the continuum of health care needs required by populations 6. Leverage existing resources and initiatives to understand and promote current awareness of the status of the industry. TIGER American Nurses Association (ANA) Institute of Medicine (IOM) Healthcare Information and Management Systems Society (HIMSS) American Organization of Nurse Executives (AONE) American Nursing Informatics Association (ANIA) Department of Health and Human Services (DHHS)

33 Leveraging the TIGER Leadership Imperative Report In what ways have you leveraged this report in your work?

34 Questions? Thank You! Karen Carroll Michelle Troseth Rayne Soriano For more information about TIGER contact

35 Appendix Exemplar Details For additional information on the selected exemplars and other submitted exemplars, go to the TIGER Virtual Learning Environment (VLE)

36 Exemplar: Kaiser Permanente Leadership Collaborative Kaiser Permanente (KP) Founded in 1945, is one of the nations largest not for profit health plans and multi-system healthcare organization that includes 37 hospitals Project Description Team of nursing leaders initiated a project to redesign care delivery Nurses voiced they needed a healthcare system that would: simplify my path, support me with knowledge, and reduce my non-value added tasks Achievement/Outcome Video ethnography of nurses providing care in a med/surg environment Interviewed key stakeholders across the organization to prioritize the current pain points as well as opportunities to improve care To accelerate the adoption of smart, standards-based, interoperable, patient centered technology that will make healthcare delivery safer, more efficient, timely and accessible To leverage the power of the EHR, enabling technology and continuous performance improvement to transition to highly reliable, evidence based care SmartCARE strategy was developed Success Factors Prioritized the major areas of nursing technology: Rapid Sign On, Clinical Intelligence, Context Awareness/Workflow automation, and Clinical Mobile Communications Clinical care dashboard was implemented to support evidence based practice and clinical efficiency Displays the status of time sensitive interventions such as pain reassessment and turning/repositioning Nurses navigate the dashboard on average 3 times in a shift to obtain real time updates on their patients Leadership Areas Demonstrated A strategic vision that was developed with a broad knowledge base from stakeholders representing operations, technology, and informatics expertise across the enterprise. The use of ethnography demonstrated using innovative communication skills in order to learn about and represent the needs of caregivers in the organization

37 Exemplar: Department of Veterans Affairs (VA) Department of Veterans Affairs (VA) An EHR pioneer with greater than 25 years of experience with clinical information systems Project Description To improve quality through innovation, technology and workforce development in order to support the transformation to a 21 st century health care delivery system Achievement/Outcome Transformation from a medical model to a patient-centered model of care Transition Computerized Patient Record System (CPRS) to the next generation of browser-based EHR Comprehensive health informatics workforce development program was deployed to prepare a workforce capable of catalyzing, implementing, utilizing and supporting health information technology innovations Several large scale education and training programs were delivered via a virtual learning environment; corporate memberships to AMIA and HIMSS were obtained; partnership with AMIA established to deliver a VA AMIA 10x10 certificate program Standardized health informatics positions and career paths were created Success factors Strong leadership endorsement and support, inter-professional collaborations, and partnering with outside agencies to create a sustainable program Leadership Areas Demonstrated Leveraged their informatics expertise and utilized different innovative nurse leader components to mobilize workforce development initiatives, including professional interoperability and promoting scholarship to broaden the informatics knowledge base of caregivers in their system

38 Exemplar: North Shore Long Island Jewish Health System (NSLIJHS) North Shore Long Island Jewish Health System (NSLIJHS) Largest clinically-integrated healthcare network in the state of New York, as well as the third largest nonprofit, secular healthcare system in the nation 16 hospitals, skilled nursing facilities, the Feinstein Institute for Medical Research, the Hofstra North Shore LIJ School of Medicine, trauma centers, home health agencies, hospice agencies, and more than 400 physician practices Project Description Implemented a multi-site, system wide electronic health record and making a commitment to advance interprofessional collaboration and care Achievement/Outcome An enterprise-wide structure was developed to plan and lead the implementation which resulted in engaged leaders and clinicians from across the enterprise Preparation included transformation workshops focusing on scope of practice, partnership councils, and healthy work cultures Rather than build to current state, NSLIJHS deliberately moved into an environment that supported best practice with evidence-based tools and clinical practice guidelines with content review and validation by interprofessional teams including physicians Post go-live infrastructures have been put into place to support practice optimization and all revisions are driven by metrics and supported by evidence Success Factors Creating an organizational model of care that was supported by evidence-based interprofessional care planning and documentation as well as over 330 interprofessional Collaborative Care Councils Prior to go live, clearly identify metrics for success. Post go live, tell the story and have data to demonstrate success Leadership Areas Demonstrated Strategic vision to set the approach to implementation, use of evidence-based tools and guidelines to enhance scholarship, fostering teamwork with councils and communication skills, expanding full interprofessional scope of practice enhancing workforce development and professional interoperability, and leveraging informatics expertise

39 Exemplar: Informatics Leadership Collaborative for Healthy Community Forum (HCF) Healthy Community Forum (HCF) Partnership of nursing faculty, hospital based clinical educators, informatics specialists from UC Davis Health Systems, Kaiser Permanente, Dignity Health, American River Community College, Samuel Merritt University, California State University and Sacramento State University Project Description Recognized the need for a nursing workforce that has the knowledge and skill in evidence based practice and information technology to achieve positive patient outcomes utilized an innovative approach to help develop nurse competencies through the use of case studies With an integration of established academic and clinical informatics competencies, interdisciplinary case studies have been created and implemented. These provide nursing students and front line nurses with opportunities to meet the competencies Achievement/Outcome Aggregated patient data applied with evidenced based practice approach was designed to improve patient outcomes Success Factors The ability of bedside nurses to Leadership Areas Demonstrated identify population trends and outcomes within the clinical setting that are below benchmark collaborate with an inter-professional workforce to effect improved outcomes Professional interoperability in the community, scholarship as a foundation for workforce and academic informatics workforce development, and integrating communication skills between academic and clinical settings to improve care through analytics and evidence based practices

40 Exemplar: UCLA Health EHR Implementation University California Los Angeles (UCLA) Health Founded in 1955, UCLA Medical Center became Ronald Reagan UCLA Medical Center in 2008, reopening in a new 10-story structure Encompasses Ronald Reagan UCLA Medical Center, Stewart and Lynda Resnick Neuropsychiatric Hospital at UCLA and Mattel Children s Hospital UCLA Project Description Deployed an EHR and demonstrated the value of operational departmental ownership in the successful transformation Achievement/Outcome Success factors Deployment team used a structured, data-driven readiness program that designed a package of implementation initiatives to help ensure a successful transition to the EHR Driven by the Chief Nursing Informatics Officer, several unique modalities contributed to the success: Leadership Areas Demonstrated Sneak Peeks of high volume and high risk workflows, creation of readiness scorecards 24/7 personalization/customization laboratory 1:1 support to faculty and residents before and after implementation, and mobile competency checks Support team is transitioning the program to stabilization and optimization The strategic vision of the CNIO to assure that the infrastructure and activities were in place for workforce development in informatics. They utilized communication skills to assure that faculty, residents, and clinicians were prepared and supported throughout the transition

41 Exemplar: Brigham & Women's OR Initiative Brigham and Women s OR Initiative International leader in virtually every area of medicine and has been the site of pioneering breakthroughs that have improved lives around the world Major teaching hospital of Harvard Medical School Project Description Optimization and innovation post EHR implementation Achievement/Outcome Success factors Initially, one diagnosis was chosen to design and implement an assessment tool within the OR electronic record which increased awareness of potential risks of patient positioning injuries and focused nurses attention on interventions for prevention. This resulted in improved nursing documentation with clinical decision making at the point of care The positive impact of nurse scientists engaging and partnering with front line nurses Staff engagement and leadership efforts to support and promote evidenced based practice Leadership Areas Demonstrated Professional interoperability and communication skills between research and the front lines in order to leverage their informatics expertise to develop their workforce in utilizing HIT to achieve positive outcomes in the OR